Title and Total Compensation Project - April 2019 Forum · TITLE AND TOTAL COMPENSATION PROJECT – APRIL 2019 CAMPUS FORUM. UNIVERSITY OF WISCONSIN ... Guides the setting of compensation

TITLE AND TOTAL COMPENSATION PROJECT – APRIL 2019 CAMPUS FORUM

UNIVERSITY OF WISCONSIN – MADISON

TITLE AND TOTAL COMPENSATION PROJECT

Welcome

Mark WaltersChief Human Resources Officer

Office of Human ResourcesUW-Madison

Feel free to use the index cards to jot down your questions during the presentation.

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Agenda

01 | WELCOME02 | WHY TTC & WHY NOW?03 | TITLES & STANDARD JOB DESCRIPTIONS04 | MARKET ANALYSIS05 | BENEFITS06 | LEARNING OPPORTUNITIES & OUTREACH07 | PROGRESS & RECAP


Vision for a Comprehensive HR System

A campus-wide effort to build, through thoughtful design, a more efficient and effective UW–Madison human resources system to best serve the needs of the university, its employees and to serve the citizens of Wisconsin


Goal – Becoming a Model Employer

• Thoughtful design of policies and processes as a foundation for a new HR system

• Enhance the workforce and community for the 21st century

• Facilitate the university mission and represent UW-Madison values


Two Phases

I. HR Design Project 2012-2016

II. Title and Total Compensation Study – 2017 – 2018 Project – 2018 – Today

From: A Strategic Plan for a New UW-Madison Human Resources System (2012)


Phase I: HR Design Project

• People– Implement Living Wage– Emphasizing employee onboarding– Enhanced employee career and learning opportunities– Transition from Classified Service to University Staff– Greater accountability and support to enhance diversity,

inclusion and employee engagement

• Policies & Structures– University Staff Governance structure– Policies to reward performance– Update of HR policies to include greater flexibility

• Technology– Online Job Application and Tracking System (TREMS)– Performance Management and Development Program (PMDP)


Phase II: Title & Total Compensation

• The University is committed to attracting, retaining, and rewarding a highly qualified and diverse workforce, both now and in the future.

• The University’s Title and Total Compensation (TTC) Project is a collaboration between UW Madison, the UW System, and in consultation with Mercer and Huron Consulting.

• The goal of the project is to update the pay and benefits programs for employees to be more in tune with the market.


TTC Project Goals

Develop mechanisms so that employee contributions can be more easily recognized and rewarded.

Compensation structure and benefits will be market-informed.

There will be an ongoing title and total compensation review cycle.

Clearer identification of career development opportunities.


Employee base pay will not be reduced as a result of the project.

The structure and the framework will provide guidance on how to address market issues over time.

No employee will lose their job as a result of the project.

TTC Project Guiding Principles


Employees will be able to easily compare their jobs and titles to those across UW and at other organizations.

Multiple opportunities for involvement that will allow employees to participate and provide feedback.

An extensive review such as this has not been completed in 30 years. The results will help UW–Madison sustain and grow its outstanding workforce.

Employees will have the opportunity to review their job descriptions with their supervisor.

TTC Project Guiding Principles


COMPENSATIONMarket-informed pay structure

BENEFITSStatutory and

non-statutory benefits

PERFORMANCEAlignment of mission with employee work and goals

RECOGNITIONReward employee contributions

WORK LIFE BALANCEPractices that help employees achieve flexibility

DEVELOPMENTOpportunities for

professional and personal growth

ATTRACT RETAIN

MOTIVATE

ENG

AGE

Employees•Clearer

expectations, career

opportunities

Managers•Simpler job

profiles•Relevant market

comparisons•Consistent

approach

Leaders•Consistent

market comparison

•Connection to institutional

goals

TTC Project Impact


Draft Standard Job Descriptions

Analyze Pay Data

(Market)*

Develop Compensation

Structure

UW project teams

participated in drafting standard job descriptions

UW analyzes and compares

pay data against market

data

UW develops policies and

practices that will allow UW to recruit, retain, and reward

top talent

Purpose: Identify the core work

Purpose:Develop market-

informed pay structures

Purpose: Develop market-informed

policies

* “Market” includes public and private higher education peer institutions, professional organizations as well as private sector employers

Benefits Preferences

Survey

Benefits Valuation

Analysis (BVA)

UW employees participated in Benefits

Preferences Survey

UW benefits data will be analyzed, and compared

against market data

Purpose: Identify what benefits

employees value

Purpose: Analyze benefit offerings

compared to market

TITLE & COMPENSATION PROCESS BENEFITS PROCESS

Title & Total Compensation

TITLE & TOTAL COMPENSATION PROGRAM


How Are Decisions Made?

TTC Advisory Council at Joint Governance

TTC Training

Team

TTC MAD HR Advisory Group

TTC Professionals

Outreach Network

TTC IT Needs

TTC Collaboration & Outreach

TTC/Comp & Title

TTC MAD Planning Team

TTC MAD Leadership Team

TTC Sponsors

TTC Planning

Team

TTC Project Team

TTC OHR Alignment

Team

TTC MAD Shared Governance Advisory

Group


Agenda



Job Title

A job title represents a job commonly found in the market.

Indicates the nature of work performed

Indicates the job’s role in the organization

Suggests the level of difficulty and responsibilities

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Standard Job Description (SJD)

A standard job description is a summary statement of facts about the nature, role, scope, responsibilities, and other key elements of a job in an organization.

Communicates an overall picture of the nature of work performed

Communicates the job’s role in the organization

Describes the kind of work, level of difficulty, responsibilities, and working conditions required of the job

Focuses on the job and is not tailored to any specific employee

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Current State

Job A – Department A

Job A – Department B

Job A - Department C

PositionDescription A

PositionDescription B

PositionDescription C

Job B - Department C PositionDescription D

Future State

Job A – Department A

Job A – Department B

Job A - Department C

Title & Standard Job Description 1

Job B - Department CTitle & Standard

Job Description 2

To market

To market

Titles & Standard Job Descriptions


Current StateCan be written per employee (one-to-one)

Can be inconsistent

May contain statements that are not commonly found in the job

Job titles inconsistently applied

Future StateWill be written per job (one to many)

Will be consistent (one SJD per job)

Will contain statements that are commonly found in the job market

Job titles consistently applied

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Titles & Standard Job Descriptions


Standard Job Descriptions Include…Job Title

• Clearly describes the work that is performed in the job; market-informed

Summary• A clear, concise statement explaining the major functions of the job • 1-2 sentences to give an overview of the main purpose of the job and

overall end-result

Typical Responsibilities• Brief statements indicating the major work responsibilities• Support the job summary and form the basis for development of specific

objectives or performance standards• Typically 4-8 responsibilities

Education, Experience, Certifications & Licenses• Identifies the knowledge, education, certifications/licenses, experience

or abilities required for a job


SJD Example - LocksmithCurrent State Draft Future State

Employees in positions at this level work under close progressing to limited supervision, and through training, self-education and on-the-job experience progress towards mastery of locksmith trade knowledge and skills for the full range of locks and security systems for which the employee will be responsible. Employees apply knowledge of provisions of the Americans with Disabilities Act and applicable fire and safety codes to ensure that locks, doors and security systems comply with these regulations. Positions install, repair, replace, re-key, and adjust mechanical and electrical locks and electronic access control systems, and fabricate and install related door components and hardware.

Examples of work performed include:

• installing and maintaining mortise and key-in-knob locks • duplicating keys using hand and automatic key milling machines • issuing keys and maintaining electronic or manual records of key-holders • maintaining key inventories and work records • replacing worn components of locks and cylinders • re-pinning old and new pin tumbler lock cylinders • performing complete door adjustments, including butts, strike plates and alignment • devising master-subordinate key systems • designing and implementing key code systems • making keys by code, impression, or by hand • installing and maintaining exit devices and panic door lock hardware • installing hard-wired, battery-powered, and self energy-generating locksets • working with vaults and safes • installing proximity readers • installing and maintaining electronic card access systems • installing and maintaining handicap power door operators • installing and repairing alarms and video monitoring systems • repairing and fabricating parts using shop equipment such as lathes, milling machines, drill presses • making repairs on magnetic door openers • opening locks by means other than the use of the normal key • preparing specifications for new construction and purchasing • acting as locksmithing consultant for planning of new buildings

Typical Responsibilities:1. Installs and services various electronic control systems

and locks.2. Collects, enters and updates computerized key records.3. Analyzes and interprets hardware, door schedules and

lock patterns, updates information based on user requests and needs.

Summary: Installs and maintains locks and control systems to ensure the safety and security of students and employees. Maintains and updates computerized key and lock records to ensure availability of up-to-date facility security information.


Standard Job Descriptions Do Not Include…

Long lists of tasks

Every possible responsibility a job may have

Position Descriptions may include, if needed, additional information, experience expectations, and tasks

(up to 20%)


Standard Job Descriptions & Position DescriptionsPosition Description

(PD)Standard Job

Description (SJD)

Job Market

At least 80% match

0% to 20%Additional/Unique Responsibilities

80% to 100% match


Position Description ExampleJob Title: AccountantExemption Status: ExemptJob Group/Family: FinancialJob Sub/Family: Accounting, Financial Operations, and Reporting

JOB SUMMARY:Performs professional complex accounting duties, develops and maintains automated account systems, and assists higher level accountants with general accounting work to ensure the accurate recording and reporting of the business unit's financial transactions.

TYPICAL RESPONSIBILITIES:1. Develops, organizes, prepares, and updates complex financial statements, journals, accounts, ledgers

and reports for various financial needs within an automated financial system to ensure accuraterecording and reporting of financial transactions.

2. Analyzes financial reports, data and records, identifies discrepancies, investigates and recommends solutions as needed.

3. Develops and maintains automated financial systems, recommending controls to ensure system reliability and data integrity.

4. Audits reconciliations, journal entries, schedules and reports and preparing working papers.5. Provides budget information and projections based on existing data and established policies and

procedures.6. Answers questions and provides accounting related information to internal and external stakeholders

according to established policies and procedures.

7. Interprets International Financial Reporting Standards (IFRS) documents to GAAP as needed by the division.


Late Fall 2018 Late Fall 2019

Completed Upcoming

Over 400 subject matter experts review

draft SJD library

Finalize SJD draftsFinalize market

competitive assessment

Finalize compensation

philosophy

Conduct employee-manager

conversations

Review initial matching with Divisional HR

Match current jobs with those in new

structure

Standard Job Description Timeline


Agenda



Market Analysis

Guides the setting of compensation levels and pay structure necessary to attract, engage, and retain employees.

Salary and total compensation data collected through compensation survey vendor.

Provides insight to total compensation paid for specific jobs throughout different regions and types of organizations.

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Used to place a job into a pay range centered around a compensation target to ensure that employees are paid competitively.


Current State

Decentralized and data sources are varied

Employees performing similar work may be in different pay ranges

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Future State

Centralized and data sources are common

Employees performing similar work will be in the same pay range

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Employees will not lose jobs or have a reduction in pay as a result of this project

Market Analysis

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Comparing UW Job to Market

Job Market Comp Data 1

Job A

Standard Job Description 1

Job Market Description 1Job B

Job C

Standard Job Description 2

Job Market Description 2

Job Market Comp Data 2Job D

UW Market


Agenda



* “Market” includes public and private higher education peer institutions as well as private sector employers.

Benefits Valuation Analysis (BVA)

UW benefits data compiled, analyzed, and compared against peer

organizationsPurpose: Analyze benefit offerings

compared to market*

Benefits Preferences Survey

UW employees participated in benefits preferences survey

Purpose: Identify what UW employees value

Long-Term Benefits Strategy

Mercer to provide comprehensive analysis of both BVA and Benefits Preferences Survey

UW to review BVA and Benefits Preferences Survey to develop options

Options and recommendations vetted with UW Stakeholders

Recommendations presented to leadership

Benefits Strategy



Purpose and Objective:• Evaluate how well our UW benefit plans are meeting the

diverse needs of our faculty and staff• Help shape our benefits offerings in the future• Offers employees an opportunity to share opinions and

let us know what they value• No intent to reduce benefits• Goal is to enhance current benefit offerings• Summary of results will be shared


UW partnered with Mercer Consulting to administer the survey electronically through a secure site. Responses confidential.

Employee preferences regarding desired benefits were collected. The results were used to determine if current programs are meeting employees’ diverse needs.

UW-Madison's completion rate was 45% (9,601 responses) - 47% System-wide.

UW-Madison responses accounted for 54% of the total number of completed surveys UW-System-wide.



Develop Options for Future Benefits Enhancements

Fall 2018 Fall 2019

Benefits Value Analysis (BVA)


Evaluate BVA results in conjunction with


Completed Upcoming

Benefits Review – Next Steps


Agenda



Learning Opportunities

Current Classes Provided:

Change: Thriving in a Time of ChangeUnderstanding & Leading Change

Communication: Communicating Effectively for Authentic CollaborationFace-to-Face Communication

Feedback: Giving & Receiving Constructive Feedback

All courses are free!https://hr.wisc.edu/title-and-total-compensation-study/home/involvement/

or www.talent.wisc.edu for a full schedule & to register

https://hr.wisc.edu/title-and-total-compensation-study/home/involvement/

http://www.talent.wisc.edu/


Outreach• Future Campus Forums (July and November 2019)• Inside UW Articles• M.A.N.A.G.E. Newsletter for campus supervisors• Working@UW Newsletter• FAQs on the TTC Website• Webinars• Information Videos• Conference Participation

– Employee Career Conference (3/7/19)– Academic Staff Institute (3/27/19)– Showcase (4/17/19)


UW-Madison Employee Participation

• TTC MAD Shared Governance Advisory Group– Collaborating and providing input on draft policies, project

structures, project initiatives and timelines; providing perspectives on project planning and implementation strategies; serving as a liaison to governance bodies and constituents

• TTC MAD HR Advisory Group– Collaborating and providing input on draft policies, project

structures, project initiatives and timelines; review the project progress for divisional HR implications across campus; providing perspectives on project planning and implementation strategies

• TTC Professionals Outreach Network– Leads TTC related communication and efforts in their School,

College or Division and departments• TTC Collaboration & Outreach

– Advises and informs on TTC communication efforts across campus

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TTC Website

go.wisc.edu/ttcstudy

http://go.wisc.edu/ttcstudy


Agenda



Created Job Framework24 Job Groups (including Clinical Faculty, and Executive Leadership), 116 Job Sub-Groups, and level guidelines developed to date.

Created Standard Job Descriptions645 draft standard job descriptions (SJDs) developed to date.

Engaged Subject Matter Experts440 subject matter experts (SMEs) were engaged in first review phase and attended reviewer workshops via 15+ training sessions with 99.5% providing feedback.

Delivered Standard Job Description Reviewer Workshops99.5% of first phase reviewers provided feedback. That feedback is now being reviewed by additional subject matter expert teams and quality assurance teams.

Completed Competitive Assessment

Collaborated with Mercer to complete market competitive assessment.

Completed Employee Benefits Preferences SurveyReceived over 9,000 responses to the Benefits Preferences Survey from UW-Madison employees.

Progress to Date


Estimated Project SequenceFinalize titles and standard job descriptions: • Gather feedback from subject matter experts across

campus• Reviews and revisions conducted with QA and

feedback review teams

Develop total compensation approach: • Receive and evaluate BVA and BPS results• Develop long term benefits strategy• Develop options and recommendations for benefits

enhancements• Develop compensation philosophy and career progression

framework• Establish salary/base pay framework using market data• Develop/update compensation plan and salary admin.

guidelines

Implementation: • Employee/manager discussions• Implement appeals process for employees• Integrate with IT systems (JEMS, TREMS, HRS, etc.)


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What Does This Mean for Me?When will I see the standard job descriptions?We anticipate the Standard Job Descriptions will be posted publically on the TTC Website later this year.When will I see my updated job description?We anticipate employees and managers will review updated job descriptions together later this year. How will my actual job change?Your job will not change as a result of TTC.My current job has elements of different jobs. Which title and SJD will be applicable to me?These types of instances will be treated on a case by case basis. However, upon greater review and assessment, jobs can be designated to one job title and associated SJD.


How will I get a pay raise or promotion?We are still working to determine and document all the opportunities for pay adjustments and career development that will be available in the future. Some examples are:

Pay plan increases

Performance increases

Market adjustments

Equity adjustments

Lump sum payments

Title and pay adjustment due to career progression

How Might This Impact Pay?


Questions?


Thank You for Attending!

Website:go.wisc.edu/ttcstudy

Learning Opportunities:See “EMPLOYEE INVOVLEMENT” on TTC

Website

Email:[email protected]

http://go.wisc.edu/ttcstudy

mailto:[email protected]

Documents

Title and Total Compensation Project - April 2019 Forum · TITLE AND TOTAL COMPENSATION PROJECT – APRIL 2019 CAMPUS FORUM. UNIVERSITY OF WISCONSIN ... Guides the setting of compensation